Brainscape's Knowledge GenomeTM

Browse over 1 million classes created by top students, professors, publishers, and experts.


See full index

SRM Final Exam > Modules 8-14 > Flashcards

Modules 8-14 Flashcards

1
Q

organizational behavior

A

the study of actions that affect performance in the workplace

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
2
Q

3 levels of focus for organizational behavior

A

individual
group
organizational

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
3
Q

4 foundational attributes in organizational behavior that drive behavior

A

thoughts
personality
perceptions
attitudes

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
4
Q

Big 5 personality traits

A

extroversion
agreeableness
emotionalism
conscientiousness
openness to experience

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
5
Q

perception

A

process through which we select, organize, and interpret information from the surrounding environment

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
6
Q

pygmalion effect

A

how management’s attitude toward their workers, their expectations of them, and their treatment of them affect workers’ performance

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
7
Q

power

A

ability to influence the actions of others

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
8
Q

position power

A

management has the position power that is delegated down the chain of command through formal authority

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
9
Q

legitimate power

A

power given to people by organizations - managers or police officers

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
10
Q

legitimate power

A

power given to people by organizations - managers or police officers

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
11
Q

3 types of position power leading to legitimate power

A

coercive power - threats or punishment to achieve compliance
connection power - use relationships with important people to influence behavior
reward power -ability to influence others by giving them something they value

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
12
Q

3 types of personal power

A

referent power - voluntarily giving someone power over you (favors)
information power - using knowledge or information to influence others
expert power - people who have expertise or specialized skills

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
13
Q

networking steps

A

learn organizational culture
learn power of players
don’t surprise boss
be honest team player
stay tuned to networking grapevine
resolve conflicts

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
14
Q

reciprocating

A

unspoken “i owe you”

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
15
Q

coalition

A

alliance of people with similar objectives who have better chance of achieving those objectives together

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
16
Q

dysfunctional conflict

A

prevents groups from achieving their objectives

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
17
Q

functional conflict

A

fosters disagreement and opposition that actually help achieve a group’s objectives

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
18
Q

styles of conflict management

A

avoiding - low concern for others and own needs
accommodating - high concern for other’s needs
forcing - high concern for own needs
negotiating - middle concern for others and own needs
collaborating - high concern for others and own needs

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
19
Q

collaboration BCF statements

A

when you do B (behavior), C (consequences) happen, and you feel F (feelings)

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
20
Q

group definition

A

has a clear leader and two or more members, and the members perform independent jobs with individual accountability, evaluation, and rewards

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
21
Q

team definition

A

a group whose members share leadership and perform independent jobs with both individual and group accountability

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
22
Q

formal groups

A

created by organizations as their official structures
ex: departments

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
23
Q

informal groups

A

not part of organizations structure - spontaneous creations that occur when members come together voluntarily because of similar interests

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
24
Q

functional groups

A

perform work of one type
Ex: accounting, sales, HR, etc.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
25
Q

cross-functional groups

A

members who come from different function that work together

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
26
Q

command groups

A

consist of managers and their staff

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
27
Q

task groups

A

staff who work on specific objectives

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
28
Q

problems with small groups

A

-limits ideas and creativity
-tend to be too cautious
-overwork and burnout because workload isn’t distributed enough

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
29
Q

problems with large groups

A

-tend to be slow and individuals cannot contribute as much
-groups over 20 is too many to reach consensus on issues and decisions

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
30
Q

rules definition

A

formally established by management or by the group

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
31
Q

norms

A

informal, unspoken rules of a team that shape their behaviors and attitudes

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
32
Q

5 stages of group development

A
  1. orientation
  2. dissatisfaction
  3. resolution
  4. production
  5. termination
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
33
Q

communication definition

A

process of transmitting information and meaning

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
34
Q

interpersonal communication

A

communication between two people

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
35
Q

vertical communication

A

downward and upward flow through organization - formal because of hierarchal chain of command

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
36
Q

horizontal communication

A

flow of information between colleagues and peers at the same organizational level

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
37
Q

use oral communication for

A

sending difficult or complex messages

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
38
Q

use written communication for

A

transmitting simple and routine messages

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
39
Q

use both oral and written communication for

A

sending important messages employees really need to understand

40
Q

motivation

A

willingness to achieve organizational objectives

41
Q

motivation process

A

need
motive
behavior
consequence
satisfaction/dissatisfaction

42
Q

performance equation

A

motivation x ability x resources

43
Q

3 types of motivation theories

A

content based
process based
reinforcement theory

44
Q

content based theories

A

focus on identifying and understanding employee’s needs

45
Q

hierarchy of needs (bottom to top) *content based

A

physiological needs (food and shelter)
safety needs (safety and security)
social needs (love, friendship, acceptance)
esteem needs (ego, status, self-respect)
self-actualization (need to develop to full potential)

46
Q

ERG theory *content-based

A

existence (physiological and safety needs)
relatedness (social needs)
growth (esteem and self-actualization)

unsatisfied needs motivate people, but more than one level can be activated at at time

47
Q

two-factor theory *content based

A

motivator factors (intrinsic factors) - drive people to excel (esteem and self-actualization needs - work itself, recognition, reputation, etc.)
maintenance factors (extrinsic factors) - minimize or prevent dissatisfaction, but don’t satisfy or motivate (physiological and safety needs - pay, benefits, job security, etc)

proposes employees are motivated by motivators

48
Q

acquired needs theory *content based

A

employees motivated by their needs for achievement, power, and affiliation

49
Q

process based theories

A

focus on understanding how employees choose behavior to fulfill their needs

50
Q

equity theory (Adams)

A

people are motivated when their perceived inputs = outputs

51
Q

goal setting theory (Locke)

A

difficult but achievable goals motivate people

52
Q

Expectancy theory

A

people are motivated when they believe they can and the rewards are worth it - if you think you can do something, you will be able to

53
Q

reinforcement theories

A

focus on consequences and behavior

54
Q

positive reinforcement theory

A

rewards for desired performance encourage continued behavior

55
Q

negative reinforcement - 3 types

A
  1. avoidance: rules - avoid punishment
  2. extinction: withholding reinforcement for an undesirable behavior reduces that behavior (ignore behavior)
  3. punishment: undesirable consequences for undesirable behavior
56
Q

leadership definition

A

process of influencing employees to work toward achieving organizational objectives

57
Q

leaders vs managers

A

-leadership is just one of 4 management functions
-management is broader in scope than leadership, a manager can be in that position without being a true leader

58
Q

leadership trait theory

A

idea that someone is born to lead. can awaken dormant traits over time

59
Q

ghiselli’s trait theory

A

these traits are important to effective leadership, but not all are necessary for success:
supervisory ability
need for achievement
intelligence
decisiveness
self-assurance
initiative

60
Q

Kurt Lewin 3 basic leadership styles

A
  1. autocratic - manager alone makes decision
  2. democratic - employees have ideas too and are heard
  3. laissez faire - not much input from management, if any
61
Q

two-dimensional leadership

A

styles based on job structure and employee consideration
-structuring (job-centered) : extent to which the leader takes charge to plan, organize, lead, and control as the employee performs the task. focuses on getting the job done
-consideration (employee-centered): extent to which the leader communicates to develop trust, friendship, support, and respect. focuses on developing relationships with employees

62
Q

leadership grid

A

1,1: (impoverished leaders) low concern for both production and people
9,1: (authority-compliance leaders) high concern for production and low concern for people
1,9: (country club leaders) low concern for production and high concern for people
5,5: (middle of the road leaders) balance concerns for production and people
9,9: (team leaders) high concern for both people and production

63
Q

visionary leaders

A

bring about innovative change

64
Q

charismatic leaders

A

create enthusiasm to achieve objectives by developing strong relationships

65
Q

transformational leadership

A

emphasize continuous learning and making innovative changes (usually charismatic and visionary leaders)

66
Q

transactional leadership

A

focus on stability as they implement change by creating standing plans to standardize policies, procedures, and rules - reward or punish based on performance

67
Q

leader-member exchange theory (LMX)

A

based on relationship between leaders and their followers.

68
Q

symbolic leaders

A

establish and maintain strong organizational structure, how everyone should act and enhance culture

69
Q

servant leaders

A

look out for employee and organization interests rather than their own

70
Q

authentic leaders

A

develop open relationships by leading by example

71
Q

path goal leaders

A

determine employee objectives and achieve them using one of four styles:
1. directive
2. supportive
3. participative
4. achievement oriented

72
Q

normative leaders

A

use one of 5 decision making styles
1. decide
2. consult individuals
3. consult group
4. facilitate
5. delegate`

73
Q

controlling

A

establishes mechanisms that ensure that objectives are achieved

74
Q

concurrent controls

A

actions taken during transformation to ensure standards are met

75
Q

rework controls

A

actions taken to fix output; necessary when preliminary and concurrent controls fail

76
Q

damage controls

A

action taken to minimize negative impacts on customers due to faulty output

77
Q

7 controlling functional areas

A
  1. operations
  2. marketing
  3. HR
  4. finance
  5. information
  6. cross-functional product development
  7. feedback process
78
Q

control process

A
  1. set objectives and standards
  2. measure performance
  3. compare performance
  4. correct or reinforce
79
Q

constant controls (continuous use)

A

self control
clan control (rely on culture)
standing plans (rules)

80
Q

periodic controls

A

regular reports
budgets
audits

81
Q

occasional controls (as needed)

A

observation
exception principal
special reports
project controls

82
Q

master budget process (covers one year, broken down by month)

A
  1. develop revenue and expenditure operating budgets
  2. develop the capital expenditures budget
  3. measure costs and revenue flow
83
Q

operating budgets

A

revenue: forecast of total income for the year
expenses: forecast of total operating spending for the year

84
Q

capital budgets

A

allocate funds for improvements

85
Q

coaching steps

A
  1. describe current performance
  2. describe desired performance
  3. build trust and get commitment to change
  4. follow up
86
Q

management by walking around

A

listening, teaching, and facilitating

87
Q

4 types of problem employees

A
  1. don’t have the ability to meet standards
  2. don’t have the motivation to meet standards
  3. intentionally violate plans
  4. have problems and need counseling
88
Q

SMG

A

worlds largest event and facility management

89
Q

planning dimensions

A
  1. management level develops plan
  2. type of plan - strategic or operational
  3. scope covered in plan - broad or narrow
  4. time frame - long or short
  5. repetition - single use or long standing
90
Q

single use plans

A

programs and budgets

91
Q

standing plans

A

policies, procedures, rules

92
Q

contingency plans

A

alternative plans that can be implemented if uncontrolled events occur

93
Q

poor planning indications

A

objective not met (no sales)
continual crises
idle resources
lack of resources
duplication

94
Q

qualitative forecasting techniques

A

subjective judgment, intuition, experience, opinion

95
Q

quantitative forecasting techniques

A

objective math, past sales, and data

SRM Final Exam (2 decks)

Brainscape helps you reach your goals faster, through stronger study habits.
© 2024 Bold Learning Solutions. Terms and Conditions